Building trust, goodwill, and respect among all the multidisciplinary players is also essential to integrated project delivery. How do you do that? “Transparency, openness, and a willingness to share information,” states Jim Summers, an associate in the Boston office of Burt Hill, “will enable the change of focus from individual to project.” Their team members will spend a significant amount of time together to understand a clear scope of responsibilities, design objectives, degree of risk, and bottom line; this “fleshing out” is part of the discovery process resulting in a contract that supports a unique work flow. Summers is amazed
Intensification of collaborative practices within the office may result in novel outcomes that can significantly enhance cost-effectiveness as well as project quality.
Look outside for insight Applying cross-disciplinary knowledge to help creatively solve architectural problems—and broaden perspectives—is a time-honored strategy. The Seattle firm Olson Sundberg Kundig Allen Architects employs a visiting-lecturer series which, according to its Web site, is “inspired by the power of cross-fertilization—where individuals who excel in disciplines other than architecture come and share with us what they do.” They have had presentations by artists, craftspeople, environmentalists, and even an exotic dancer. Reorganizing staff can fuel new approaches to engaging everyday problems. Roger Goldstein, FAIA, a principal at Goody Clancy in Boston, explains that intentionally mixing teams from one project
Cultivating an environment in which there is a swift and easy exchange of ideas is an important part of the design process in many firms, both large and small. What may not be so obvious are strategies to foster optimal functioning and creative thinking in such an environment. Photo courtesy IDEO The culture of the design firm IDEO does not discourage bad ideas, because they can trigger solutions. One of its credos is, “Fail often to succeed sooner.” Early in their indoctrination and training, architecture students learn about studio culture. It has been a hot topic for the American Institute
The inefficiencies inherent in the process of design and construction are necessitating a shift to greater multidisciplinary collaboration and information sharing among project team members This is an exciting time to practice architecture. Architects and engineers seem to be able to design and construct almost anything they can imagine, and the data they use enables these buildings to be well managed by their owners. Architects, consultants, and owners are also working together more closely than ever. Integrated practice (IP) is the term that is being assigned to this collaborative process. IP is a meaningful response to the ongoing marketplace mandate
The inefficiencies inherent in the process of design and construction are necessitating a shift to greater multidisciplinary collaboration and information sharing among project team members Implications for architectural education Many academic programs still produce students who expect they will spend their careers working as heroic, solitary designers. But integrated practice is sure to stimulate a rethinking of that notion. Pedagogy must focus on teaching not only how to design and detail, but also how to engage with and lead others, and how to collaborate with the professionals they are likely to work with later. Renee Cheng, AIA, associate professor and
The inefficiencies inherent in the process of design and construction are necessitating a shift to greater multidisciplinary collaboration and information sharing among project team members Will using integrated practice challenge intellectual property norms? One question on many minds is whether the advent of integrated practice, with building information modeling as a primary tool for facilitating it, will change customs regarding copyright of information and intellectual property. In other words, who owns the data? According to Volker Mueller, Assoc. AIA, design technology manager at NBBJ, “Authorship of BIM is analogous to authorship of other construction documents. Every discipline authors their scope
The inefficiencies inherent in the process of design and construction are necessitating a shift to greater multidisciplinary collaboration and information sharing among project team members Contract documents Integrated practice will drive changes to contracts in order to facilitate working in teams, sharing information, and fairly allocating liability risk, compensation, and responsibility. Changes will most likely occur incrementally with “the continued growth of design-build, tweaked conventional contracts, and increased experimentation with transformational methods like ‘project alliancing,’ ” according to Cambridge, Massachusetts, attorney Chris Noble, of Noble & Wickersham. In this transition period, Noble believes that “there will be increased use of
